Knowledge Sharing Behavior Of Employees Research Articles

The Impact of Paradoxical Leadership on Employee Knowledge-Sharing Behavior: The Role of Trust in the Leader and Employee Promotive Voice Behavior

The Impact of Paradoxical Leadership on Employee Knowledge-Sharing Behavior: The Role of Trust in the Leader and Employee Promotive Voice Behavior

Hành vi chia sẻ tri thức của sinh viên đại học tại Thành phố Hồ Chí Minh

Knowledge sharing is a crucial activity that not only helps organizations increase productivity but also assists participating members in enhancing their work efficiency. And to achieve this, the knowledge-sharing behavior of employees should be cultivated from their time in academia. The article applies quantitative research methods with a survey sample of 626 students currently enrolled at Ho Chi Minh city regarding their knowledge-sharing behavior. The research findings have indicated that the knowledge sharing behavior of university students in Ho Chi Minh City is influenced by the following factors: Attitude, Pressure from lecturers, Trust, Self-efficacy and Reward. Based on the research findings, the article provides managerial implications to help university leaders promote knowledge-sharing activities among students, such as implementing appropriate policies to enhance positive attitudes and capabilities of students, providing suitable pressures, creating a safe and respectful sharing environment, and establishing reasonable reward policies.

How does managerial coaching influence knowledge sharing in the workplace? A perspective of proactive motivation model

Purpose Drawing upon the Proactive Motivation Model, this study aims to investigate the relationship between managerial coaching and employee knowledge-sharing behavior via psychological safety and learning goal orientation. This study also proposes that employee psychological safety and learning goal orientation sequentially mediate the relationship between managerial coaching and employee knowledge-sharing behavior. Design/methodology/approach This study used a time-lagged quantitative research design to test the proposed hypotheses. Using a self-administered questionnaire, data was gathered from 220 employees of information technology companies in Pakistan. This study used Partial Least Squares Structural Equation Modeling (PLS-SEM) two-stage approach to test the measurement and structural models. Findings The findings of the study support that there is an indirect relationship between managerial coaching and employees’ knowledge-sharing behaviors via psychological safety and learning goal orientation. In addition, the findings also support the sequential mediation of psychological safety and learning goal orientation in the proposed model. Practical implications The results of this study highlight that managers can play a vital role in fostering proactive resource-sharing behaviors of employees in knowledge-intensive organizations. Originality/value There is limited research on the relationship between managerial coaching and employees’ knowledge-sharing behavior. This study has analyzed this relationship using a motivational perspective. It makes important theoretical contributions by investigating the mechanisms through which managerial coaching influences employees’ knowledge-sharing behavior in organizations.

The Impact of Perception of Organizational Politics on Knowledge Sharing Behavior of Employees: The Mediating Effect of Psychological Capital and The Moderating Effect of Political Skill

Knowledge sharing behavior plays an important role in promoting enterprise innovation, and perception of organizational politics is a potential factor affecting the behavior of employees. Based on the conservation of resources theory, this paper logically deduces the theoretical model, showing that there is a significant negative correlation between perception of organizational politics and knowledge sharing behavior, psychological capital mediates the relationship between perception of organizational politics and knowledge sharing behavior, and political skill not only negatively moderates the relationship between perception of organizational politics and psychological capita, but also negatively moderates the relationship between perception of organizational politics mediated by psychological capital and knowledge sharing behavior. This paper expands the perspective of research on the antecedents of knowledge sharing behavior and makes up for some gaps in the field of localization of perception of organizational politics.

Review of Literature on Antecedents of Knowledge Sharing Behavior of Employees

Review of Literature on Antecedents of Knowledge Sharing Behavior of Employees

Review of Literature on Antecedents of Knowledge Sharing Behavior of Employees

Purpose: A purpose of this research article is to systematically synthesize the extant literature on the article Knowledge sharing (KS) and antecedents of knowledge sharing attitude and to contribute predictions with the emerging theme. Design/Methodology/Approach: The research paper adopted a systematic literature review using textual analysis for keywords and abstracts to identify the research hotspots. As well as the article analyzed and referred to several research articles from international and national journals on a random sampling basis. Findings/Result: This abstract map ensues from the review to reveal the antecedents of KS at the individual and organizational levels. The review showed the importance of further studies in knowledge sharing, especially in the retail sector of India. Though there are many pieces of research on the antecedents of KS behavior, there is further scope to study the role of the Big five personality traits in KS behavior among employees. Originality/Value: To the best of my knowledge, and provides a review of literature on the knowledge-sharing attitude of employees. This article is a systematic review of factors affecting KS behavior and proposes a concept map. The research augments the value of the growing literature on Knowledge sharing. Paper Type: Review Paper.

Mediating Effect of Organizational Commitment between Job Security and Employee Knowledge Sharing Behavior in the Telecommunication Sector of Bangladesh

The main purpose of the study is to determine how the Bangladeshi telecommunications sector can sustainably exercise its employees' knowledge sharing behavior in order to gain a competitive edge in the local and global marketplace through the mediating effect of organizational commitment between knowledge sharing behavior and job security. Data for this study has been collected using a questionnaire survey from 189 participants of which 162 were found to be fit for further analysis adapting the Partial Least Square method. Results of the study showed significant effect of employee perception of job security on their knowledge sharing behavior. Once more, job security showed a strong positive correlation with organizational commitment. For organizational commitment, knowledge sharing behavior were also found to be increased. To conclude, the mediating relation was also found to be significant in this study. Thus, it might be suggested that management of these telecommunication organizations require to be more considerate about increasing on employee knowledge sharing behavior in terms of knowledge collecting and knowledge donating which may help them to attain sustainable competitive advantage in the industry. Therefore, it is essential for the organization to ensure employee continuity in the workplace which may minimize their depression to contribute more.

Leader reward omission and employee knowledge sharing: the moderating role of proactive personality and perceived organizational unfairness

PurposeBased on social dilemma theory, the authors analyze the impact of leader reward omission on employee knowledge sharing and the boundary conditions in their relationship.Design/methodology/approachThis study tested the theoretical hypotheses based on empirical data obtained from 264 employees using a two-wave survey method.FindingsThe results indicate that leader reward omission significantly negatively affects employee knowledge sharing. An employee's proactive personality weakens the negative relationship between them; the weakening effects of an employee's proactive personality would decrease along with the perceived increase in organizational unfairness.Originality/valueThis study provides the first insight that leader reward omission can inhibit employee knowledge-sharing behavior. In addition, this study shows that an individual proactive personality and perceived organizational unfairness moderate the relationship between leader reward omission and employee knowledge behavior. Thus, this study provides a more comprehensive understanding of whether and when leader reward omission affects employee knowledge sharing.

Impact of Islamic Work Ethics on Knowledge Sharing Behavior and Organizational Citizenship Behavior

The purpose of this research is to study Islamic Work Ethics (IWE) and their impact on Knowledge Sharing Behavior (KSB) and Organizational Citizenship Behavior (OCB) of employees. To explore the relationship of IWE with knowledge sharing behavior of employees and OCB, a survey was conducted, questioner technique was used to collect data, and 150 questioners were distributed to the employees of different organizations. The empirical results indicate a positive and significant influence of IWE on KSB and OCB. The study provides a direction to Pakistani managers to prevail in the Islamic work environment to satisfy employees and increase employee commitment. IWE aligns employees’ perceptions and norms with their respective work environments in Islamic societies like Pakistan.

How does mobile social media affect knowledge sharing under the “Guanxi” system?

PurposeThe purpose of this paper is to explore the impact of mobile social media functions on explicit and implicit knowledge sharing under the “Guanxi” system based on the framework of stimulus–organism–response (SOR).Design/methodology/approachCombined with Guanxi theory, this paper designs an experiment to collect data from the new product development (NPD) teams.FindingsInterestingly, the results show that the effect of social media communication function on employees is greater than the impact of collaboration on employees. Specifically, on the one hand, the more employees communicate in social media, the better their feelings will be, the less they will share knowledge. On the other hand, the collaboration function has a significantly negative impact on the psychological factors of employees. Excessively close cooperation and contact may instead create a contradiction between the employees, which is not conducive to the occurrence of knowledge sharing.Originality/valueThis paper extends SOR framework by combining Guanxi theory to examine the relationship between social media functions and knowledge sharing behavior (KSB). In practical, companies should pay attention to the frequency of employee using social media when it is introduced for NPD teams to control the negative influence of social media functions on employee KSB.

Unleashing knowledge sharing in a developing country: a case of healthcare industry

Purpose The purpose of the study is to examine the role of the types of psychological contract (PC) to enhance knowledge sharing (KS) behavior of employees through the intervention of perceived organizational support (POS). Design/methodology/approach The current study uses primary sources to get data from the participants of both private and public hospitals. Overall, 210 respondents participated in the study, which later subjected to the analysis using CAUSALMED procedures using statistical analysis software. Findings The findings from the study projected that all types of psychological have a considerable effect on KS behavior of employees, either directly or through the intervening mechanism. Furthermore, the study also indicates that if employees’ POS, they will share a stronger bond with the organization, which will be beneficial for the organizations’ health. Research limitations/implications Firstly, despite the fact that this study proposes valuable insights into KS behavior; it allows some impediments of a primary study. Secondly, the research is constrained to the hospital industry. Finally, this exploration can likewise be reinforced by incorporating other intervening mechanisms, to give an extensive understanding of the connection between employees’ perception regarding PC and KS behavior. Practical implications The findings of the present research have potential applications for human resource managers of the healthcare industry to place more emphasis on the types of PC, organizational support and KS among the employees to achieve a competitive advantage in this dynamic environment through knowledge management, which is considered a strategic asset nowadays. Originality/value This study provides an original contribution by identifying the diverse paths, indicating how the types of PC can impact KS with employees’ perceptions toward organizational support. It also highlights that how the heaths care industries, as compare to the old practices can encourage a culture of KS in this highly competitive and dynamic environment to remain at the top on the market.

Servant Leadership Improves the Knowledge Sharing Behavior of Employees: A Case of Higher Education Sector in Pakistan

The purpose of this paper is to investigate the role of servant leadership in organizations in Karachi and to investigate the level of knowledge sharing (KS) behavior among employees. This study will explore the key qualities of servant leadership to be extracted from the literature and relate each trait with KS tendency. The study would base on quantitative design & followed post positivism research paradigm. The primary data has been collected from respondents of specific industry through survey questionnaire. Multiple regression has been used for model testing. The findings of the study enlightened benefits of knowledge sharing behavior that can be prevailed through servant leadership model and encourage employees’ participation. Four traits of servant leadership which are altruistic calling, emotional healing persuasive mapping and organizational stewardship has impact on knowledge sharing behavior of employees at workplace. The findings of the study will be beneficial for the managers and employees of the organization to understand the importance of servant leadership & its application in enterprises.

A psychological empowerment approach to online knowledge sharing

The success of a knowledge management system (KMS) depends on knowledge sharing. Previous research has claimed that motivational factors can facilitate successful knowledge sharing as a proactive behavior. However, little research has examined what motivators lead to proactive knowledge sharing. By integrating a psychological empowerment perspective with job characteristics theory, this study examines the role of KMS user empowerment, as a specific type of psychological empowerment, in motivating this proactivity to explain employee knowledge-sharing behavior (i.e., contribution and seeking). The findings explain that KMS user empowerment is significantly associated with knowledge sharing, and the work environment (job significance, job autonomy, ease of KMS use, and KMS usefulness) enhances KMS user empowerment. This study contributes to KM research by introducing the concept of KMS user empowerment and demonstrating its role in regulating the proactive knowledge sharing. It also helps managers to promote knowledge sharing among employees in the context of KMS use.

Leader feedback and knowledge sharing: A regulatory focus theory perspective

AbstractThis paper investigates the impact of leader feedback on followers’ knowledge-sharing behavior through a regulatory focus theory perspective. Data were collected through an experiment with 129 college students. Results showed that compared with leader’s prevention feedback style and negative feedback valence, promotion style and positive feedback valence inspire employee knowledge-sharing behavior better. These two positive relationships are mediated by promotion situational regulatory focus. The negative relationship between prevention leader feedback style and knowledge sharing is mediated by prevention situational regulatory focus, while negative leader feedback valence has its negative effect on knowledge sharing directly.

Hospitality employee knowledge-sharing behaviors in the relationship between goal orientations and service innovative behavior

Goals are central to understanding motivated behavior, with each discipline emphasizing its consequences, levels, and types of goals. Because knowledge sharing is not mandatory in all organizations, individual personal motivation is critical for voluntary and active engagement in knowledge sharing. This study investigates the structural relationships among two distinctive forms of goal orientations as personal intrinsic motivators (learning goal orientation and performance goal orientation), two distinctive types of knowledge-sharing behaviors (knowledge collecting and knowledge donating), and employee service innovative behavior. The data were derived from 418 respondents working in five-star hotels in Busan, Korea. The positive relationship between learning goal orientation and knowledge collecting was stronger than that of the relationship between learning goal orientation and knowledge donating. The negative relationship between performance goal orientation and knowledge donating was stronger than the relationship between performance goal orientation and knowledge collecting. In addition, the positive relationship between knowledge collecting and employee service innovative behavior was stronger than the positive relationship between knowledge donating and employee service innovative behavior. The study concludes with discussions of the empirical findings, managerial implications, and strengths and limitations. Future research avenues are also offered.

To Share Knowledge or Not: Dependence on Knowledge-Sharing Satisfaction

Knowledge sharing behavior does not occur naturally and easily. In this study, I hypothesized that knowledge workers would be more likely to share knowledge if they were satisfied with knowledge-sharing behavior. This positive attitude was labeled knowledge-sharing satisfaction (KSS). Drawing upon social exchange theory and motivation theory, I examined the relationship between KSS and knowledge-sharing behavior. Using survey data from participants employed in research and development departments at knowledge-intensive high-technology companies in Taiwan, I demonstrated that satisfaction of the need for a friendly sharing environment and satisfaction of intrinsic and altruistic motivation are positively related to knowledge-sharing behavior. These findings contribute to researchers' understanding of the antecedents of employee knowledge-sharing behavior.

An application of agent-based simulation to knowledge sharing

This paper explores knowledge sharing using an agent-based simulation model. Built using Repast, our application allows managers to simulate employee knowledge-sharing behaviors by making parametric assumptions on employee decision strategies and organizational interventions that affect identifiability, benefits, and costs. Our results show that in the presence of non-linear and adaptive interaction, unintended and unpredictable outcomes might occur, and that knowledge sharing results from the complex interaction between employee behavior and organizational interventions.